Delivering a New Future for Knowsley Industrial Park
Strategic Framework
August 2010 DTZ
No. 1 Marsden Street
Manchester
M2 1HW
Tel: 0161 236 9595
Fax: 0161 455 3799
Contents
Page
Executive Summary ................................................................................................................................. i
1.0 Introduction ............................................................................................................................ 1
2.0 The Case for Intervention ...................................................................................................... 5
3.0 Strategic Framework ............................................................................................................ 12
4.0 Physical Investment Proposals ............................................................................................ 15
5.0 Supporting Investment and Development at KIP................................................................. 34
6.0 Delivering the Vision ............................................................................................................ 42
7.0 Indicative Outputs, Costs and Values .................................................................................. 43
Appendices
A - Physical Action Proformas
Quality Assurance Record
Checked By:
Date: August 2010
Authorised By:
Date: August 2010
Ref: 1075HD00
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Page | i
Executive Summary
The Case for Intervention
The current and future challenges and opportunities faced by Knowsley Industrial Park (KIP) provide a
strong case for intervention. KIP is strategically positioned in terms of its proximity to major transport
infrastructure, including the M57 and the A580, the presence of Potters Rail Terminal and the proximity to
the North West region’s major airports. Its sheer scale and critical mass is a key driver of the sub-regional
economy and as such, the economic vitality of the park is crucial to the prosperity of the Liverpool City
Region. The need for intervention can be summarised as four-fold:
1. KIP is largely fully developed, but the ageing and obsolete nature of supply within the Park presents
an opportunity for regeneration to future proof KIP to meet the changing nature of demand.
Furthermore, the local development framework process has identified a shortage of 126.13 hectares
employment land within Knowsley up to 2027. Remodelling KIP can cater for some of this demand
2. Internally the infrastructure offer at KIP is out-dated and weak in meeting investor and occupiers
needs. This includes weaknesses in the transport and movement network, supporting service
infrastructure and poor public realm. The image and brand of KIP is a further weakness
undermining the ability of the park to attract high value activity, particularly those within identified
growth sectors
3. Despite significant levels of economic growth in recent years, the Borough of Knowsley continues to
be characterised by high levels of deprivation and worklessness which are amongst the highest in
the country. The levels of deprivation are particularly acute in nearby Kirkby. Interventions which
tackle these issues are a priority. The KIP study area accounts for 27% of total employment within
the Borough, highlighting the importance of ensuring the Park retains and enhances its employment
position
4. There is a need to raise awareness of the importance of KIP to the sub-regional and regional
economy amongst policy makers. Historically, KIP has suffered from a lack of recognition of its role
and contribution. The Strategic Framework aims to address this to ensure the evolution of the Park
is supported by policy makers and funders alike. This can be achieved through actions such as
referencing KIP within regional and sub-regional strategies, and providing a co-ordinated briefing on
the Strategy to a range of public sector agencies and politicians
Strategic Framework
The following diagram illustrates the Strategic Framework to guide implementation in Knowsley Industrial
Park, establishing the vision, strategic objectives, guiding principles and broad actions.
Page | ii
Physical Investment
Proposals
Zoning
Design quality
Green routes
Accessibility
Gateways
Utilities
Green Energy
Opportunity areas
Establishing a Joint Venture
Delivery Vehicle to Manage
and Develop the
Assets at KIP
Pre-Procurement
Procurement
Safeguarding opportunities
Supporting Investment and
Development at KIP
A clear role
Target sectors
Maximising linkages
Communication
Marketing and branding
Enterprise, education and
skills
Planning policies
Public realm improvements
Vision
By 2027:
Knowsley Business Park will be the largest and most successful Business Park in the Liverpool
City Region
Strategic Objectives
Maximise economic
development and
regeneration
potential
A high quality sites and
premises offer set within an
attractive environment and a
unique and recognisable
brand
A supportive
policy
framework
A successful
management
model
Principles
Sustainability Partnership Linkages Productivity Funding
Actions
Page | iii
Physical Framework Proposals
The Strategic Plan for KIP establishes urban design and land use recommendations which seek to enhance
movement and access, provide clarity in KIP’s role and offer, provide a series of gateway and key corridor
development sites to facilitate a positive image of the Park and diversification into a wide range of office,
distribution and industrial activities, supported by a new service hub offering leisure and retail uses within the
heart of the Park. Developing improved relationships between Knowsley Industrial Park (KIP) and Knowsley
Business Park (KBP) and also between KIP and Kirkby Town Centre is a key aspiration. Green space will
be enhanced to improve public realm and promote walking and cycling through the provision of green routes
through the Park.
Green Energy has been identified as having scope for development at the Park. Options under
consideration include developing a heat network centred around key energy providers and consumers;
developing a biomass centre which would blend biomass to provide a consistent fuel stream for potential
consumers in and out of the Park; supporting the establishment of a Smart Grid which promotes efficiency
and good practice in electricity usage; and promote renewable energy and energy efficiency measures to
businesses within the Park. Implementation of actions such as these will enable KIP to be branded as a
‘Green Energy Park’ which will differentiate it from other industrial and businesses parks elsewhere in the
sub-region and region, and facilitate sustainability objectives.
Three opportunity areas have been identified as having short, medium and long term scope for intervention
to deliver enhanced infrastructure and public realm; quality sites and premises; and provide a step change in
market perceptions of the site. These have been identified as the ‘Southern Gateway’, ‘The Hub’ and
‘Perimeter Road’.
Supporting Investment and Development
The broader actions required to support investment and physical development at the Park have been
identified. A clear role and offer is central to facilitating investment and development. KIP will position itself
as a centre for manufacturing technology, particularly in the identified target sectors of food and drink,
advanced engineering and materials, and green energy. It will enhance its position as a distribution park
targeting distribution and ancillary retail, and transport and communication activity, building upon existing
assets such as the rail terminal and proximity to the regional motorway network, tapping into major logistics
projects such as Mersey SuperPort. KIP will differentiate its office offer to ensure it does not compete with
nearby town centres and maximise the advantages it can bring to occupiers with interests in manufacturing
and distribution activity. Finance and business services will form an investment target.
Encouraging enterprise, raising educational attainment, and enhancing the skills of the workforce are
essential to create a diverse and prosperous economy. The challenge is to connect the economic
opportunities that exist in the sub-region to the areas of need such as Kirkby in Knowsley. As such, KIP will
seek to forge greater strategic links to major projects in the sub-region, including the Mersey SuperPort,
Atlantic Gateway, and Kirkby Town Centre to maximise synergy and impact.
Embodying the principles of development for KIP in planning policy documents will give statutory weight to
the proposals. Key principles of land use zoning, promoting high employment densities, and facilitating
development of a local service centre of an appropriate scale will be incorporated into local planning
documents.
Page | iv
The poor quality environment is a detracting feature of KIP as it stands. To enhance value and address
market perceptions of the area, it is important that public realm improvements such as lighting, signage,
security, cleansing and greening are made to support the wider physical investment proposals.
Communication with residents, businesses, and public sector stakeholders is an important requirement to
deliver a step change in the Park. Similarly, raising the profile of Knowsley as a positive location to live,
work, invest and visit through marketing activities is critical to achieving the transformation of the area. It is
recommended that KIP and KBP are united under a common brand which is used in all marketing and
signage of the Park to provide clear positioning on the investor and occupier offer.
Delivering the Vision
Following consideration of various delivery options within the Phase 1 Baseline Report (April 2010), it was
recommended that the Council should consider a Joint Venture with a private sector partner at KIP. This
approach will combine public sector assets and skills with private sector resources (including finance and
expertise). Before KMBC are in a position to go to the market to seek a partner, a number of ‘pre-
procurement’ actions are required such as undertaking a due diligence process to gather detailed evidence,
undertaking analysis of assets, and developing an outline business case. This will confirm whether the JV
route is appropriate to meet the mutual objectives of KMBC and the private sector.
Whilst negotiations are underway, it is important that interim measures are put in place to safeguard
opportunities. This includes reviewing leases, development of planning policy, and keeping a watching brief
on sites for sale in strategic opportunity areas.
The delivery of the Strategic Framework will require the support of all stakeholders to gain sign up to the
vision, ensure all development and investment supports the vision for the Park, and oversee the long term
management of the transformation. KMBC, as majority landowner and responsibilities for statutory
undertaker, economic development and planning, has a clear lead role to play in implementation. However,
there are a number of other private and public partners with interests in the Park who could be actively
involved in a partnership to oversee delivery prior to the Council entering into a JV with a private sector
partner, where their role would change to oversee the JV and its implementation as an accountable body. A
small delivery team should be tasked with driving forward delivery on the ground, drawn from existing
resources within KMBC. Specialist support may be required to facilitate delivery of the Framework in areas
such as procurement and development.
Indicative Outputs, Costs and Values
If development within the three identified opportunity areas is developed as envisaged, potential net
additional jobs in Knowsley local authority will total more than 2,000. The contribution to annual GVA is also
significant, at an additional £30 million+ per year.
Development of the proposed opportunity areas will generate a significant amount of net additional
floorspace at the Park, at approximately 1,057,000 sq ft. Moreover, converting this floorspace into
employment land translates into a figure of around 25 hectares by 2027. This will make a positive
contribution to meeting anticipated employment land requirements for the Borough.
Page | v
Indicative costs have been provided for the area wide projects such as green routes, gateways, accessibility,
utility provision, and green energy. This section of the report identifies a range of funding sources, but
recognises the challenging environment within which this Strategic Framework will be implemented, given
the diminishing sources of public sector funding available. In light of the challenging funding environment in
which resources are finite and competition for available funds are likely to be high, KMBC should consider
focusing on private sector funding including developer contributions and the use of loan and contributory
fund raising mechanisms. This highlights the importance of pursuing a market-led approach to financing the
venture, and establishing a Joint Venture Partnership is a key aspect of securing private sector finance.
Other sources of funding with the potential scope to support the Park include the North West Urban
Investment Fund (JESSICA), NWDA Single Pot, and developing a Business Improvement District (BID).
Phasing
Maintaining momentum for the KIP Strategic Framework prior to procurement of a private sector partner is
crucial. The next twelve months can be used establish supporting projects such as education, enterprise
and skills, give the Framework statutory weight through emerging regional and sub-regional policy
documents, and to implement actions such as brand identity and PR campaign. Gathering evidence to
inform the procurement process will be time intensive and the process itself is likely to take up to two years
to get a partner in place.
It is envisaged that the vision for KIP could be realised through three distinct phases: short (0-5 years),
medium (6-10 years) and long (11-17 years).
Risk Assessment
Identifying and assessing risks at the outset of the scheme promotes better decision-making through
understanding the risks inherent in the delivery of the scheme.
Broad areas of risk are identified as being a lack of stakeholder support; a reactive approach to development
and investment; little or no market interest in the Joint Venture Partnership; limited demand for commercial
uses; difficulty in assembling sites; increase in development costs; and lack of public sector gap funding.
Mitigation strategies for these identified risks are outlined. This will enable KMBC to proactively control and
combat risks to implementation.
Page | 1
1.0 Introduction
1.1 DTZ, in conjunction with Taylor Young and Arup, were commissioned in March 2010 by Knowsley
Metropolitan Borough Council (KMBC) and the Northwest Regional Development Agency (NWDA)
to undertake a review of the future of Knowsley Industrial Park (KIP).
1.2 The aim of the review is to:
“Develop a clear physical development and investment framework to drive future increased
business growth and employment at KIP, reinforcing its role as a regional and city region
business and employment hub”
1.3 The core objectives of the study can be summarised as:
Provide a detailed assessment of the current physical condition of KIP and its infrastructure
Identify its suitability for meeting the future requirements for industrial and other business
facilities and uses
Examine its potential for the development of a centre or a zone for renewable and low
carbon energy production and storage (Green Energy Park)
Assess the issues and opportunities for KIP deriving from its proximity to major projects in
the sub region, including the Atlantic Gateway and Mersey SuperPort, including Liverpool
John Lennon Airport
Develop a new vision for KIP to include meeting the needs of regional growth sectors and
maximising KIP’s potential a site of regional employment significance within Merseyside and
the North West
Propose ways in which better use of the space available can be made, maximising the
potential for increased business space, including appropriate office space
Outline an implementation strategy setting out how proposals can be delivered and the Park
can be managed moving forward
1.4 The approach to the study has been through four phases of work as illustrated overleaf.
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1.5 The approach involved extensive data analysis, comprehensive consultation with the public and
private sector, policy and literature review, site visits and technical studies. Partnership
engagement has underpinned the approach, with the consultancy team engaging closely with the
client group throughout the commission.
1.6 There are two core outputs from the commission; the Phase 1 Baseline Report which provides the
detailed evidence base to underpin this document; and the Strategic Framework.
Purpose of this Report
1.7 This report provides a Strategic Framework which makes the case for intervention and articulates
the vision, objectives and key principles framing future investment and development at Knowsley
Industrial Park and Knowsley Business Park. A conceptual framework plan is provided which
identifies three areas of opportunity, which are considered to be catalytic projects deliverable in the
short, medium and long term which can deliver real change in the area. Broad actions to support
investment and development across the study area are also identified. The framework for
implementation is identified, alongside consideration of cost, funding and outputs.
Practical and Implementable Delivery Plan
High Level Economic Impact Analysis
Welcome Pack and Estates Code
Zone of Opportunity Masterplan(s)
Stakeholder Workshop
Vision, Objectives and Principles
Baseline Report (Evidence Base)
Opportunity Zone Identification Phase 1:
Baseline
Phase 3:
Masterplans
Phase 4:
Delivery
Strategy
Phase 2:
Strategic
Framework
Page | 3
Introducing the Study Area
1.8 Knowsley Industrial Park is the largest industrial area in the Liverpool City Region, and second in
size only to Trafford Park within the North West region. It covers approximately 411 hectares and is
home to 600 businesses employing 10,300 people.
1.9 Knowsley Industrial Park’s origins date back to the 1940s, when a munitions factory was built to the
north of the site as part of the national war effort. Many of the buildings and structures still date
back to that period or the 1950s and 1960s.
1.10 Additional development land was identified in the 1990s, with 149 hectares of land being brought
forward in the form of Knowsley Business Park (KBP), and peripheral sites to the east and south of
KIP. By 2003 the majority of this land had been developed and successfully attracted high profile
and multinational companies to the area.
1.11 Knowsley Business Park adjoins the Industrial Park to the south of the A580 East Lancashire Road,
which has developed over the last 20 years and has a more attractive and modern image than KIP.
The Business Park occupies a further 133 hectares, and is home to an additional 196 businesses
and 4,800 employees.
1.12 The two employment areas are intrinsically linked in economic and spatial terms. As such, whilst
KIP is the focus for intervention as an outcome of this review process, it is recognised that it cannot
be examined in isolation from Knowsley Business Park. Figure 1.1 illustrates the spatial coverage
of the study area relative to strategic links such as Kirkby Town Centre, the M57 and the railway.
Figure 1.1 Study Area
Page | 4
1.13 The significance of the study area in terms of its contribution to the regional economy cannot be
understated. Together, the two parks are home to approximately 800 businesses and 15,100
employees, occupying 544 hectares of land and currently contributing £214 million per annum in
Gross Value Added to the economy1. It is home to anchor tenants such as QVC, Vertex, and
Delphi, many of whom have an international reach. Key sectors of activity include manufacturing,
distribution and retail, transport and communication, and banking, finance and insurance, reflective
of the breadth of offer at the park encompassing industrial, warehouse and office uses. Strategically
it is excellently located as shown in Figure 1.2, close to the M57 and A580, and close to major
projects underway in the region which it can tap into, including Kirkby Town Centre, Mersey
SuperPort and the Atlantic Gateway.
Figure 1.2 Sub-Regional Context Plan
1.14 Despite the enormity of these figures, recognition of the importance of KIP/KBP to the regional
economy has historically been low. The Steering Group recognised that KIP/KBP form an asset to
be maximised to fulfil its potential and this document establishes the framework for achieving this
potential moving forward.
1 Source: DTZ using data from the ABI and ONS GVA figures for 2007
Page | 5
2.0 The Case for Intervention
The current and future challenges and opportunities faced by KIP provide a strong case for intervention. KIP is
strategically positioned in terms of its proximity to major transport infrastructure, including the M57 and the A580, the
presence of Potters Rail Terminal and the proximity to the North West region’s major airports. Its sheer scale and critical
mass is a key driver of the sub-regional economy and as such, the economic vitality of the Park is crucial to the prosperity
of the Liverpool City Region. The need for intervention can be summarised as four-fold:
1. KIP is largely fully developed, but the ageing and obsolete nature of supply within the Park presents an opportunity for
regeneration to future proof KIP to meet the changing nature of demand. Furthermore, the local development
framework process has identified a shortage of employment land within Knowsley up to 2027. Remodelling KIP can
cater for some of this demand
2. Internally the infrastructure offer at KIP is out-dated and weak in meeting investor and occupiers needs. This includes
weaknesses in the transport and movement network, supporting service infrastructure and poor public realm. The
image and brand of KIP is a further weakness undermining the ability of the Park to attract high value activity,
particularly those within identified growth sectors
3. Despite significant levels of economic growth in recent years, the Borough of Knowsley continues to be characterised
by high levels of deprivation and worklessness which are amongst the highest in the country. The levels of
deprivation are particularly acute in nearby Kirkby. Interventions which tackle these issues are a priority. The KIP
study area accounts for 27% of total employment within the Borough, highlighting the importance of ensuring the Park
retains and enhances its employment position
4. There is a need to raise awareness of the importance of KIP to the sub-regional and regional economy amongst
policy makers. Historically, KIP has suffered from a lack of recognition of its role and contribution. The Strategic
Framework aims to address this to ensure the evolution of the Park is supported by policy makers and funders alike.
This can be achieved through actions such as referencing KIP within regional and sub-regional strategies, and
providing a co-ordinated briefing on the Strategy to a range of public sector agencies and politicians
2.1 The Phase 1 Baseline Report (July 2010) provided the contextual evidence base which underpins
this Strategic Framework through the identification of KIPs key challenges and opportunities. The
findings and implications of the Phase 1 Baseline Report are summarised and presented here to set
the context for intervention in the remainder of the report.
Issues and Challenges
2.2 The Baseline revealed that KIP continues to face a number of existing and anticipated challenges.
Policy Environment
2.3 Historically, KIP has suffered from a lack of recognition in key policy documents particularly at a
regional and sub-regional level. However, the Baseline Policy Review illustrated a more supportive
policy environment for regeneration and investment at KIP going forward. Whilst KIP is now
recognised as a Strategic Investment Area (SIA), the Strategic Framework needs to continue to
ensure that KIP is placed firmly on the radar of policy-makers as a priority for investment in the
future.
Page | 6
Socio-Economic Position
2.4 The socio-economic baseline provides a further case for intervention. Knowsley has historically
experienced low levels of entrepreneurship and innovation, and relative to Merseyside, the North
West and Great Britain, a lower skilled working age population. In addition, whilst employment in
Knowsley has grown (3.5% between 2003-08), both KIP and KBP have suffered substantial declines
of around 1,800 jobs - mainly due to long term losses within the manufacturing sector, which
remains a key source of employment for the area.
2.5 Despite Knowsley’s socio-economic challenges and a general lack of high value added investment,
future trend forecasts suggest employment growth of 1-4% in Knowsley to 2027, with the financial &
business services, retail & distribution, and transport & communications sectors offering the greatest
opportunity for KIP to capitalise on this future job growth. Whilst manufacturing employment is
forecast to continue to decline in the Borough, output in the sector is expected to grow. Given KIPs
existing manufacturing strengths, it is particularly well placed to capture growth opportunities in
environmental technologies; advanced engineering & materials; food & drink; and the low carbon
economy.
Spatial Challenges
2.6 The comprehensive character area assessment and spatial analysis undertaken at the baseline
stage revealed a number of spatial challenges across the study area. In particular:
The physical condition of the area north of South Boundary Road within KIP is markedly
poorer in terms of contamination
Poor quality built form; derelict sites; and low quality public realm
Accessibility and movement due to the surrounding largely illegible one way traffic system,
limited signage, and dubious on street parking arrangements
2.7 The appeal of ageing premises within the area north of South Boundary Road limits its market to
traditional industrial occupiers. However, the success of redevelopment and diversification
strategies elsewhere in the study area have illustrated demand from other sectors, including
distribution and service activity, indicating the potential attraction of the Park to a wide range of
users if quality sites and premises are offered.
2.8 Knowsley Business Park area exhibits a much higher quality built form and public realm, and
benefits from a more legible route network with close proximity to the wider strategic network i.e. the
M57 and A580. Office and light industrial uses further contribute to a comparatively better image
than that of KIP in terms of its visual quality and market appeal.
2.9 While highly accessible, some of the gateway sites to the study area do not contribute positively to
the image of the area due to poor quality built form and public realm. These sites are crucial in
terms of generating a positive ‘first impression’ and building an identity for the Park.
2.10 Figure 2.1 illustrates opportunities and constraints across the study area.
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Figure 2.1 Opportunities and Constraints
Page | 8
Market Demand
2.11 The credit crunch has negatively impacted upon the levels of demand for commercial space
nationally, due to a reduced borrowing ability and increased financing costs. Whilst some signs of
recovery can be seen, market confidence is likely to continue to be a key constraint in the short to
medium term. In order to maximise demand, KIP should position itself as attractively as possible
within the context of recognised generic market drivers including location, quality of
place/environment, availability of space, labour market factors, cost and financial incentives, empty
rates and policy.
2.12 In terms of employment floorspace supply, Knowsley Industrial Park is strong sub-regionally but
lacks profile regionally. The scale and critical mass of the study area, and its strategic location
within the Liverpool City Region, present key advantages when attracting occupiers serving the sub-
regional market. However, relative to comparably more accessible sites on key motorway corridors
across the region, KIP may struggle to attract those occupiers with a wider market reach.
Ownership, Tenure and Management
2.13 Ownership within KIP is primarily held by KMBC, although spatial fragmentation and lease terms
limit the Council’s control over their assets. This presents a challenge for the review in addressing
the areas in most need of redevelopment and refurbishment, and finding appropriate means of
intervention.
Key Opportunities for Knowsley Industrial Park
2.14 The Phase 1 Baseline Report identified a number of advantages and opportunities that KIP should
exploit, and having regard to its current position and standing in the market place, these are
highlighted as follows.
Strategic Location
2.15 KIP needs to maximise its strategic location as the principal driver for investment in the future.
These assets include proximity to the M57 (and thus M62 and M6), John Lennon Airport, Port of
Liverpool, and Liverpool City Centre. It also benefits from proximity to a large workforce resident in
major urban conurbations close by.
Socio-Economic Factors
2.16 Knowsley’s working age population is projected to grow in the long term at a faster growth than the
sub-region, region and national trends. Knowsley also has a large and appropriately skilled
workforce for many of the low and semi skilled industries located in KIP. Moving forward, KIP needs
to invest in its current and future workforce by anticipating skills needs within growth sectors and
investing in education and skills accordingly.
Page | 9
Employment Land
2.17 It is critical that future allocations of employment land support the long term economic growth of
Knowsley. KMBC’s interpretation of the Joint Employment Land and Premises Study (JELPS) to
inform the Local Development Framework, concluded that the Borough needs an additional 126.13
hectares of employment land by 2027, of which 36.79 hectares can be gained through regeneration
and remodelling opportunities at Knowsley Industrial Park and Business Park, the majority of which
is identified as a strategic employment location in Knowsley’s Unitary Development Plan (UDP).
Raising the Profile
2.18 The greatest opportunities to increase the profile of KIP as a major economic driver within the sub-
region are through development, signage and other orientation features along the boundaries
adjacent to the primary road network, and at the three major gateways into KIP. There also exists
an opportunity to create a new nodal point on South Boundary Road focusing upon an upgraded
public transport hub with a cluster of ancillary services.
Market Positioning
2.19 KIP and KBP have historically achieved high demand and good values, and spatially, currently
represent 80.5% of borough-wide available commercial floorspace and 65% of that estimated to be
within the employment planning pipeline. The scale and critical mass of the study area, together
with its prime market positioning sub regionally may present one of its key advantages for the future.
KIP should ensure that its key drivers, identified as accessibility, local labour market and its range of
choice in terms of type, size, location, rental and purchase level of premises, are maintained,
enhanced where possible and appropriately marketed to potential occupiers.
2.20 The North Mersey Business Centre provides an interesting example of how economic regeneration,
diversification and market repositioning can encourage appropriate business generation and growth,
increase local employment opportunities.
Case Study: North Mersey Business Centre (NMBC)
Project History
NMBC was developed by Knowsley Development Trust (KDT), a limited by guarantee economic
development agency set up in 1990, with the aim of job creation through business development and growth.
In 1991 KDT took over the 7.5 acre former Council depot site on the edge of KIP to develop managed
workspace for new and expanding businesses. The scheme had to overcome a number of disadvantages
with the site likely to deter potential tenants including poor access via a narrow back lane (Deport Road),
high crime rates and an adjacent waste transfer site.
Page | 10
Government grants circa. £1 million financed the first two phases of NMBC which included 10,000 sq ft of
office and 20,000 sq ft of light industrial space and a cafe. CCTV and a gated entrance to Woodward Road
helped overcome some of the negative factors of the site and its location. As a result the first phases of
NMBC were let very successfully.
The development of NMBC in the early 1990s coincided with the closing or down-sizing of many of the large
national and multinational employers who provided mass low skilled labour on KIP, resulting in a significant
decrease in employment. Consequently, a large number of NMBC tenants were former employees of these
larger firms.
The key objective of creating space for business start up and expansion continued throughout NMBCs seven
phases of development, however KDTs approach to lettings changed substantially. Initially an open and
flexible lettings approach led to almost any trade being accepted including transport companies,
manufacturing, recycling and scrap yards, detracting from the physical environment and image of the Park
and generating few new jobs. In the late 1990s KDT introduced a new vetting policy for new tenants
including criteria on employment and economic benefits. As a result, new tenants tended to be cleaner
service sector and office type users generating larger job numbers, such as training providers, graphic
designers, finance and legal advisors and wholesalers.
NMBC Today
NMBC now has in the region of 100,000 sq ft of premises with units ranging from 100 to 5,000 sq ft.
Approximately 100 tenants are based at the centre employing around 650 people and generating a collective
turnover of approximately £50 million per annum.
Implications
The achievements of NMBC are an example of the success of focused business diversification and
regeneration efforts on the park. KDT have since further diversified themselves into bus travel services and
Knowsley Enterprise Academy (for young and often disadvantaged people) but with its core operation
remaining in the provision of workspace for new and growing SMEs - some of whom have moved on to form
successful PLCs on the Park.
Stakeholder Aspirations
2.21 Consultations with both the public and private sector identified critical success factors and key
stakeholder aspirations for KIP. These included:
Ensuring clarity in KIP’s role and offer
Branding
Zoning
An established investment proposition
Better quality services and infrastructure
Enhanced public realm
Improved security systems
Strengthened education and business links
The provision of a clear management strategy and attraction of private sector funding
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Gateway Sites
2.22 Existing gateways to the Park are currently insignificant and fail to create a positive ‘first impression’
and identity of the Park. These gateways can play a crucial role in improving the image of KIP and
intervention and investment can help to achieve this aspiration.
Ownership and Tenure
2.23 Despite the disparate tenure and ownership pattern, with the Council’s significant freehold interests
encumbered by long leases, the opportunity exists for KMBC to leverage greater influence through
existing leases. This may be through a more rigorous approach to enforcing landlord covenants or
securing enhanced rentals through extending current lease terms (particularly with regard the 1946
99 year leases). Also in respect of new lettings a more consistent and rigid approach to terms will,
over time, ensure that more control can be exerted by the Council. The current lack of control that
Council has over its freehold assets is a key issue. To realise aspirations for KIP as they emerge
through the masterplanning process, it may also be necessary to consider how Council can acquire
assets in strategic locations (negotiate and surrender of existing leases).
Management
2.24 There is a need to get the asset management of KIP on a stronger commercial footing. Options for
consideration at baseline stage included improving KMBC functions through actions such as service
level agreements, outsourced asset management and the pursuit of a Joint Venture with a private
sector partner.
2.25 Section 6 recommends the Joint Venture route as offering the greatest potential for change. This
approach will combine public sector assets with private sector funding, and blend the skills of both
sectors. The delivery vehicle needs to hold and manage the assets in such a way that it benefits
Knowsley and the Liverpool City Region as a whole, whilst undertaking development activity to
improve and enhance these assets.
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3.0 Strategic Framework
3.1 This section illustrates the vision, objectives, principles and key actions underpinning future
investment and development at KIP/KBP.
Figure 3.1 Vision, Objectives, Principles and Key Actions
Physical Investment
Proposals
Zoning
Design quality
Green routes
Accessibility
Gateways
Utilities
Green Energy
Opportunity areas
Establishing a Joint Venture
Delivery Vehicle to Manage
and Develop the
Assets at KIP
Pre-Procurement
Procurement
Safeguarding opportunities
Supporting Investment and
Development at KIP
A clear role
Target sectors
Maximising linkages
Communication
Marketing and branding
Enterprise, education and
skills
Planning policies
Public realm improvements
Actions
Vision
By 2027:
Knowsley Business Park will be the largest and most successful Business Park in the Liverpool
City Region
Strategic Objectives
Maximise economic
development and
regeneration
potential
A high quality sites and
premises offer set within an
attractive environment and a
unique and recognisable
brand
A supportive
policy
framework
A successful
management
model
Principles
Sustainability Partnership Linkages Productivity Funding
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3.2 The objectives and principles are expanded upon below.
Strategic Objectives
3.3 There are four strategic objectives within which actions to implement the strategy will be pursued.
These are:
Maximise economic development and regeneration potential: KIP will be a site of
regional employment significance, characterised by high employment and productivity. High
value added activity will be pursued through a target sector approach linked to a clear
investment proposition. Entrepreneurship and innovation will be stimulated within a
supportive business environment. Linkages will be forged to major projects in the vicinity,
including regeneration initiatives in Kirkby Town Centre to maximise the employment,
education and service offer
A high quality sites and premises offer set within an attractive and sustainable
environment and a unique and recognisable brand: KIP will provide a variety of
accommodation to meet the diversity of occupier and investor needs, thereby attracting and
retaining employment. It will have a clear offer for specific business sectors and a distinct
role which will be supported by a zoned approach to development. KIP will enhance its
infrastructure offer to a high quality and sustainable standard to facilitate further investment
A supportive policy framework: Aspirations for KIP will be embodied in key local and
regional planning policies to provide investor confidence in policy-makers intent. KIP’s
economic contribution will be recognised within economic strategies at a sub-regional and
regional level as a sign of support for future development
A successful management model: KIP will pursue a commercial approach to managing
the Park to maximise income and re-investment potential
Principles
3.4 Core principles underpinning the strategy include:
Sustainability: KIP will position itself as a sustainable place to do business. Central to this
aspiration will be the pursuit of green energy as a unique characteristic of KIP’s offer,
yielding economic and environmental advantages. Furthermore, KIP will pursue
opportunities to enhance the local employment and supply chain position, thus bringing
social, economic and environmental sustainability benefits to the community
Partnership: Will be a fundamental aspect of realising the vision for KIP. KMBC, as lead
partners, will work with business, residential and public sector partners at local, sub-
regional, and regional levels to deliver the strategy
Linkages: The impact of the strategy will be maximised through forging effective links to
major economic and regeneration projects in the sub-region
Productivity: KIP will pursue high value added investment to raise productivity and
economic growth potential
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Funding: Leveraging funding through existing assets and a deliverable strategy will be
fundamental to realising success. Public and private funding opportunities will be sought
through a variety of means including securing a private sector partner, levying resources
from businesses through a Business Improvement District (BID) approach, the North West
Urban Investment Fund (JESSICA), and NWDA Single Pot
3.5 The actions summarised in Figure 3.1 are outlined in the following three sections by theme area:
Section 4 outlines Physical Investment Proposals
Section 5 considers Supporting Investment and Development Actions
Section 6 summarises Future Management Recommendations
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4.0 Physical Investment Proposals
The physical investment framework for KIP establishes urban design and land use zoning recommendations which seek to
enhance movement and access, provide clarity in KIP’s role and offer, provide a series of gateway and key corridor
development sites to facilitate a positive image of the Park and diversification into a wide range of office, distribution and
industrial activities, supported by a new service hub offering leisure and retail uses within the heart of the Park.
Developing improved relationships between Knowsley Industrial Park and Knowsley Business Park, and also between the
Park and Kirkby Town Centre is a key aspiration. Green space will be enhanced to improve public realm and promote
walking and cycling through the provision of green routes through the Park.
Green Energy has been identified as having potential scope for development at the Park. Options under consideration
include developing a heat network centred around key energy providers and consumers; developing a biomass centre
which would blend biomass to provide a consistent fuel stream for potential consumers in and out of the Park; supporting
the establishment of a Smart Grid which promotes efficiency and good practice in electricity usage; and promote
renewable energy and energy efficiency measures to businesses within the Park. Implementation of actions such as these
will enable KIP to be branded as a ‘Green Energy Park’ which will differentiate it from other industrial and businesses parks
elsewhere in the sub-region and region, and facilitate sustainability objectives.
Three opportunity areas have been identified as having short, medium and long term scope for intervention to deliver
enhanced infrastructure and public realm; quality sites and premises; and provide a step change in market perceptions of
the site. These have been identified as the ‘Southern Gateway’, ‘The Hub’ and ‘Perimeter Road’.
4.1 The following section establishes the strategic framework for physical investment in KIP.
Consideration has been given to improvements to be implemented across the study area under the
heading ‘Area Wide Recommendations’, with more detailed proposals being given on ‘Opportunity
Area Proposals’ in three specific locations within the Park.
Area Wide Recommendations
4.2 This sub-section includes recommendations on:
Urban Design Objectives
Land Use Zoning
Design Quality Objectives
Sustainable Green Routes
Enhancing Accessibility
Prominent Gateways
Future Proofing Utility Provision
Green Energy Park
4.3 All of the above objectives have been adopted in order to achieve a fundamental ambition of the
brief with regard to developing improved relationships between KIP and KBP. The ‘Hub’ area
around South Boundary Road is seen as a crucial component of this approach as a key area of
interaction and activity.
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4.4 This Strategic Framework will inform more detailed masterplanning moving forward. The strategy
has at its core a series of urban design specific objectives as summarised below.
Table 4.1 Urban Design Objectives
Transportation linkages into and out of KIP should be strengthened as a result of the masterplan including;
infrastructure improvements and enhanced bus facilities on South Boundary Road and on routes throughout KIP and
KBP and provision of future enhancement of rail freight facilities
North-south connections between KBP and KIP will be upgraded through development corridors from the A580 as an
extension to Alchemy Way and through KIP as part of improvements to Acornfield Road. These improvements may
take the format of a cycle way and footpath, or a road if funds and detailed feasibility studies permit
Enhanced internal movements within the core of the estate, including signage and orientation features
A series of new gateway development sites will be created at the A580/Coopers Lane junction, the A580/Moorgate
Road junction and the Moorgate Road/South Boundary Road junction
Frontage infill and new positive aspect will be created on Moorgate Road, emphasising the importance of this route
and its connection to the M57
Perimeter Road will become a major distribution point into the heart of KIP through the introduction of a new
roundabout that will also improve access to the Galaxy site
A series of higher profile destinations will be created along South Boundary Road in combination with public realm
enhancements including creation of new footpaths and cycle routes. These measures in particular will demonstrate
the importance of this corridor not only for KIP and KBP but also in terms of the wider relationship with Kirkby Town
Centre
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Figure 4.1 Strategic Plan
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Facilitating a Zoned Approach to Development
4.5 The scale of the Park and the current mix of uses suggest that implementing an approach to land
use zoning would enable greater coherence and clarity in the Park’s offer, ease movement around
the Park, and facilitate investment in target sectors and high employment density uses in key
locations. This can be used to guide future development within the Park. The following plan
demonstrates a potential approach to an overall land use zoning for the study area assuming a level
of ambition that would be realised over a phased delivery. The plan complements the urban design
objectives established in Table 4.1.
4.6 Key principles behind Figure 4.2 include:
Locating the proposed Green Energy Park closest to the biggest energy users and suppliers
Retaining the heavy industrial core on a reduced scale, in response to anticipated future
demand
Providing a ‘transition zone’ of light industrial/distribution activity in the area surrounding the
heavy industrial core
Expanding the business park environment northwards, building on the success of Knowsley
Business Park to encourage a zone of light industrial, distribution and office activity in the
area south of South Boundary Road and around key gateway sites. Central to this
aspiration is the launch of a new brand for KIP/KBP which provides a signal of intent to the
market, and provides clarity on the future role and inter-relationship between the existing
Industrial and Business Park. It is recommended that ‘Knowsley Business Park’ provides
the overarching brand for the two employment areas
Facilitating enhanced services and facilities to meet occupier/investor needs through
provision of a transport and service hub on South Boundary Road
Supporting the service hub through encouraging higher employment densities in close
proximity, including office and light industrial
Linking ‘Galaxy’ and the rail terminal together in an ‘arc’ of distribution and light industrial
activity to the east of KIP
Flagging areas of the Green Belt to the east of KIP as an area for consideration in the
longer term
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Figure 4.2 Land Use Strategy Plan
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Aspirational Design Quality Objectives
4.7 As the strategy described above develops a series of design quality objectives will be called upon to
guide the development of the Masterplan. These objectives provide flexible parameters to inform
investment.
Table 4.2 Design Quality Objectives
Generally, the location, scale and boundary treatments to plots should reflect the context of KIP and character of
the surrounding built form and countryside
Buildings and plot layouts should relate to their neighbours
Buildings and plot layouts should make a positive contribution to the public realm
Buildings and plot layouts should positively address the KIP boundaries including Moorgate Road, South Boundary
Road and the A580, wherever possible
The style of buildings should be appropriate to their function
Proposals need to comply with the Disability Discrimination Act
Specific graphic signage and identity needs to be incorporated into the building elevations
Attractive, contemporary gateways should be formed at KIP and KPB entry points that provide a specific,
recognisable identity for the area. Unified and simplified signage under the ‘Knowsley Business Park’ brand should
be deployed
Buildings, landscape and public realm should set high standards in sustainability during construction and life cycle
use
Selective refurbishment demolition and screening should be undertaken to improve the appearance and setting of
existing buildings within the area
A safe and accessible pedestrian and cycle network should be created and maintained that encourages use of the
non-motorised forms of transport
Wherever possible materials that are grade ‘A’ rated in the BRE Green Guide to Specification should be used
Low visibility security fencing should be used on primary frontages and at perimeter boundaries
Main entrances should be identified with more distinctive wall and other features incorporating identification
signage where appropriate
Modern energy efficient street lighting should be utilised throughout the area that minimises the potential for light
pollution
Access roads should incorporate bollards and/or high verges to deter on - street parking and protect tree planting
Planting schemes should be ecologically diverse, incorporate native species and provide perimeter corridors for
biodiversity
Sustainable Green Routes
4.8 The Natural Economy Northwest team produced the ‘Economic Value of Green Infrastructure’ which
recognised the economic benefits of retaining and enhancing green spaces such as the impact it
can have on health and well-being, labour productivity, and business attraction and investment.
Figure 4.3 illustrates the vision for green infrastructure enhancement within the Park to maximise
economic and environmental sustainable impact. The principles of this approach include:
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Improving the quality and visibility of green space to boost the image of KIP/KBP
Orienting development towards green space to capture value and integrate natural and built
form
Establishing a network of green corridors to promote walking and cycling
4.9 Knowsley Industrial Park contains a number of existing green space assets, notably Charley Wood
and Acornfield Plantation. These have potential as amenity spaces for the benefit of the users of
the KIP and as elements which could contribute to an improved appearance and perception of the
Park. The potential to link these areas with an overarching strategy should be explored as a future
action.
4.10 Provision of improved pedestrian and cycle access throughout the Park forms part of the
overarching strategy to enhance the sustainability of the site. At present access for users other than
by vehicle is limited, a situation that is exacerbated by the poor, and in places intimidating, public
realm environment.
4.11 Changes to this characteristic will commence with environmental improvements to South Boundary
Road, in particular the combined footpath and cycle route on the northern edge. From this central
corridor it is proposed that a network of upgraded and enhanced routes will be created either
through direct intervention or as part of development proposals for individual sites.
4.12 In combination with these measures, individual developers will be encouraged to provide
appropriate cycle parking and showers/changing facilities in order to encourage staff to cycle to
work.
4.13 A green travel plan will underpin the delivery of these actions within the study area. The primary
objective of the Travel Plan will be to encourage the use of sustainable transport modes for travel to
and from the Park. This will apply to staff working at the site and to visitors.
4.14 The development of the Green Route initiative compliments the proposed Sustainable Route
Network KMBC are developing within the area. The presence of this Route within the vicinity of KIP
reinforces the importance of the Green Routes within KIP. Figure 4.3 illustrates the proposed Green
Route network within KIP and the synergy this has with KMBC’s proposals.
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Figure 4.3 Green Routes Plan
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Enhancing Accessibility
4.15 Accessibility is a key driver of the Strategic Framework. The study area’s strategic location is one of
its greatest assets; however various weaknesses exist particularly with the internal accessibility
network which needs to be addressed. The aim is to improve local connectivity and establish
strategic transport links. Enhancing accessibility will open up development opportunities and raise
the image and profile of KIP/KBP. Figure 4.4 illustrates these proposals.
4.16 A summary of each of the proposals is provided below and further details are provided in Appendix
A. In summary, these are:
A1 - Freight transport interchange and rail freight link: Seeks to make greater use of the
freight depot on KIP and enable KIP to play a greater role in the development of a Mersey
Superport. KIP could provide ‘value added’ services by transporting goods from the docks to
the freight interchange for onward distribution via road and rail means. KIP is particularly well
positioned to capture opportunities in road freight. Upgrading the highway network serving the
interchange would allow a greater highway connection between KIP and the wider network
A2 - Public Transport Hub and South Boundary Road improvements: This action ties
into ‘The Hub’ opportunity area proposal outlined later in this section. This action includes
providing an improved waiting environment for passengers (including shelters, real-time
information, shops and other ancillary services) along with improved interchange
opportunities, including taxis. Gateway and signing features would be improved in this area.
A new junction at Gale Road and South Boundary road to replace the existing configuration
with Admin Road is also proposed
A3 - New Perimeter Road access: This action ties into the ‘Perimeter Road’ opportunity
area proposal outlined later. This proposes a new access into KIP from Perimeter Road. This
will require a new junction to be created which will most likely take the form of a roundabout.
There may be a need to upgrade/widen Perimeter Road, particularly at the junction with South
Boundary Road, but generally the existing road width should be acceptable
A4 - New north-south link through Knowsley Business Park: This action seeks to
increase permeability through the Park, a new north-south link is proposed to link existing
junctions on South Boundary Road and East Lancashire Road. This will be achieved
predominantly through an upgrade to existing internal roads within the site, with only a short
section of new highway required to complete the link. The link could be a pedestrian/cycle
greenway (discussed under ‘Green Routes’) or a road for all traffic as a single carriageway
A5 - Strategic Wayfinding Strategy: The estate is currently characterised by poor signage
to the site from the highway network. Restrictions on right turns into the estate further confuse
matters, however cost and highway capacity constraints are likely to preclude any changes to
the highway infrastructure. It is therefore important that advanced direction signs are such
that drivers are suitably informed and directed to the appropriate entry. These signs will be
located on the approach to the major gateways along the A580 and the A5208 and the new
access point on Perimeter Road. Additional signage will be situated within the site to aid
wayfinding in KIP. New signage will incorporate the proposed branding changes for the study
area. KMBC are currently awaiting final bids for a PFI (Private Finance Initiative) contract for
street lighting and signing (due for award at the end of 2010). Any improvements to signage
specified should be flagged up for potential inclusion in this PFI contact. Similarly, the
Highways Agency has a programme of implementation of variable message signs (VMS) on
the M57. There may be an opportunity to implement consistent revised signage within this
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A6 - Improved pedestrian and cycle accessibility: This action links to the ‘green routes’
proposal outlined in Figure 4.3. There is a need to strengthen pedestrian and cycle links to
Kirkby Town Centre and the adjacent communities such as Southdene, Tower Hill and
Knowsley Village. This needs to be supported by suitable cycle parking and
showering/changing facilities. An accessibility audit for the site should be undertaken in
order to identify the potential catchment areas for the park in terms of walking, cycling and
public transport. This would allow a number of the proposed actions to be tailored to meet
the specific requirements of the location
A7 - Revised circulation within KIP north of South Boundary Road: The one-way
system currently dominates transport movements within the area and is considered
confusing and circuitous. There is an opportunity to remodel the one-way system and
remove it in part or completely. This will make access to sites within KIP more direct and
will reduce traffic on some roads. It may also provide opportunities to improve the public
realm and create a more pedestrian and cycle friendly environment. In order to remove the
one-way system a number of modifications to the highway network would be required. This
would include the remodelling of at least three junctions within the northern site and the
removal of build-outs at seven locations along the one-way loop. Whilst the main
carriageway is wide enough to accommodate two-way vehicles, localised widening and
easing of the radii at several junctions along the loop would be required
A8 - New rail station at Headbolt Lane: Local Transport Plan 3 (LTP3) is currently being
prepared by the Merseyside Transport Partnership and will be submitted to Government in
2011. A new station at Headbolt Lane is expected to be a commitment within this
document. This is supported by the recommendations of the Network Rail Strategic
Development Plan. The new station would significantly enhance the public transport
accessibility of the site given its proximity. Pedestrian and cycle routes from the station to
KIP would be improved to provide a welcoming environment for people using the station to
access KIP. The addition of a Park and Ride facility at the station would attract people who
usually drive into Liverpool from the surrounding communities, thus reducing the impact on
the highway network around KIP during peak hour periods
A9 - Improved bus services and branded KIP shuttle bus: There are currently a number
of bus services that operate in and around KIP. It is understood that these services are not
presently well used and in some cases rely on subsidies for funding which may not continue
in the medium/long term. The provision of a new public transport hub (as described in A2)
will provide a new focus for bus services and promote increased use of the site. Routing all
commercially operated services to operate via the hub would reduce the need for circuitous
routes through the estate which adds significant journey time to services and reduces their
commercial viability. In order to provide improved access between the hub and the various
locations within KIP a shuttle bus is proposed. This will remove the duplication of services
that currently run around KIP and should reduce the need for subsidy. The bus could be
branded in line with the proposed new KIP branding in order to raise the profile of the
business park and promote the use of public transport. Once operational, there would be
future opportunities to extend the routes covered by the service to provide links to Kirkby
Town Centre and to the new proposed railway station at Headbolt Lane. There is also a
need to upgrade the existing bus stops within the estate. As a minimum the existing bus
stops should provide shelter and service information on timetables and routes. These stops
would be branded in line with the proposed shuttle bus branding. At the public transport hub
there would be real-time bus service information and interchange opportunities
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Figure 4.4 Accessibility Plan
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Prominent Gateways
4.17 There are three gateways to KIP that offer significant potential for enhancement, to create a good
‘first impression’ of the Park and a strong brand. This can be achieved through signage, branding,
and landscaping. Development will be encouraged around the gateways that build upon the vision
for the Park and creates a statement of entry. These are illustrated in Figure 4.1 Strategic Plan.
4.18 The three gateways that offer the greatest scope for maximum impact are:
South Boundary Road and Moorgate Road
Southern Gateway (A580/Moorgate Road)
A580/Coopers Lane
4.19 These gateways fulfil one or more of the following selection criteria:
Location on major arterial route
Potential for linkage to Kirkby Town Centre
Adjacent to potential redevelopment sites
4.20 Enhancement at these gateways will be supported by environmental improvements along key
corridors, namely South Boundary Road and East Lancashire Road in terms of new signage,
branding, lighting and landscape enhancement.
Future Proofing Utility Provision
4.21 Discussions undertaken as part of the baseline research with the Statutory Undertakers found that
both KIP and KBP contain large scale utility and drainage infrastructure around the periphery and
within the internal distribution roads. The infrastructure was laid to meet the large scale, high
demand heavy industrial users and these networks have been maintained.
4.22 The existing utility infrastructure at the Park is believed to be adequate on the basis of what is
known about the site, current supply and what its potential capacity is. However, there is a need to
safeguard supply to meet future development needs, specifically those identified within this Strategic
Framework. Actions include:
UP1 - New utility connections to serve enhanced Freight Interchange: The freight
interchange will require new utility connections (electricity, water and potentially gas) to
serve the depot and any junction improvements as part of this action may warrant utility
diversions
UP2 - Utility diversionary work on South Boundary Road: Modifications to the existing
highway layout in areas containing utilities may require diversionary work
UP3 - Utility diversionary work for new north-south link through KIP: The new road
alignment may require the diversion of existing statutory (adopted) and private (landowner
connections) utilities
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UP4 - Safeguarding Utility Capacity: To safeguard the existing supply infrastructure,
early consultation is required with new and potential investors to understand its utility
demand and the statutory undertaker will be required to safeguard the existing utility
network
UP5 - Superfast Next Generation Fibre Optic Broadband: A key driver for the future
success of the Park will be its communication network and crucially broadband
infrastructure availability and connection speeds. This action proposes a detailed
requirements analysis to clarify the potential of enhancing infrastructure
4.23 These actions are expanded upon in Appendix A.
Green Energy Park
4.24 The KMBC Energy Action Plan recommends KIP as a Green Energy Park/Hub as it will develop a
strong renewable energy business sector within Knowsley while working with existing businesses to
encourage growth and with partners to attract more businesses from this sector into the borough as
part of a niche cluster. Additionally, a Green Energy park would incorporate the Employment and
Skills recommendations into the Borough’s strategy for E&S including the opportunities emerging for
increased ‘green jobs’ in manufacturing, construction and engineering.
4.25 The KMBC Renewables report recommends that, to assist in achievement of a borough wide target
for the generation of the Borough’s electricity from renewable sources, ‘broad areas’ are identified
where certain types of renewable or low carbon technology would be favoured by the Council. It
recommends that KIP should be one of three such broad areas, specifically identified for a district
heating network.
4.26 The feasibility of developing KIP as a location for Green Energy has been explored within the
baseline research and identified as having potential. Creating appropriate infrastructure is
potentially important in attracting green sector businesses to the Park. However, achieving
recognition as a Green Energy Park will rely on more than infrastructure, and this needs to be
considered further in developing the profile and market position of the Park. In terms of
infrastructure at present there is little that distinguishes KIP from other locations. If KIP is to achieve
the aspiration of a Green Energy Park, it is likely that it would have to be through options a) or b)
below:
a) Individual plot owners to a greater degree than elsewhere adopting green energy options
within their plots. Examples could include the adoption of wind turbines, ground sources
heating or Photo Voltaics. This could be inspired by the work with Major Business identified
in Action 1.4 of the Energy Action Plan, or it could be inspired by the creation of a Smart
Grid in the Park
b) A renewable energy infrastructure could be created in all or part of the park. This is most
likely to be a heat network as discussed above
4.27 The following actions will help to realise this aspiration.
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Develop a Heat Network
4.28 A robust economic model to support a heat network would be based on a cluster of adjacent
businesses, in close proximity, sharing heat from their existing heating sources. This model would
not deliver low carbon heat unless there was an opportunity where businesses with waste heat
could share with neighbours, based around a small cluster. To make this model work, there would
need to be good alignment between the needs of the cluster and sufficient certainty of the long term
future of those supplying businesses to justify the capital cost of installing the pipe network.
4.29 Preliminary discussions have been held with Energos about they are in principle in agreement with
the proposal. Sonae are not as receptive as the businesses within close vicinity that could form
their cluster do not meet the criteria of having long term commitment or having the waste heat profile
suited for the proposal.
4.30 Actions to realise this aspiration include:
Continue discussions with Sonae and/or Energos (Energos being the more favourable
option)
Set up a group comprising KMBC, the heat supplier and adjacent land owners to drive the
initiative forward
Identify potential consumers of heat, develop the business case and establish the delivery
structure
Development of a Biomass Centre
4.31 This proposal is already being taken forward by KMBC. An application for funding a feasibility study
and potentially a testing facility is underway. The Biomass Centre would be located on KIP and
would receive biomass from a variety of sources in the region, and blend it to provide a consistent
fuel stream for potential consumers inside and outside the Park.
4.32 Actions to realise this aspiration include:
Undertake further feasibility work
Identify and agree site for Biomass Centre
Establish business case and funding
Supporting the Establishment of a Smart Grid
4.33 A ‘Smart Grid’ allows much more information to be collected throughout the network to share
information about how the electricity network is performing. This allows network operators to better
identify fault and other problems in the network, but also allows consumers to receive information
about the network’s operation to influence their decision making. It enables demand to be
managed. It can also help the roll out of local generation of electricity and connection to the grid.
KMBC are currently involved in a collaborative approach with The Mersey Partnership following
trials undertaken in early 2010.
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4.34 The following actions are proposed:
Consult with Scottish Power to gauge the potential for a Smart Grid at KIP
Continued collaborative approach with The Mersey Partnership
Share information about Smart Grids with businesses in the Park to determine the value
they would put on it
Scottish Power to lead the process of investing in the local grid
Renewable Energy and Energy Efficiency
4.35 This action seeks to help existing businesses in the Park reduce their carbon emissions by the
installation of on-site renewable energy or by the implementation of energy efficiency measures.
KMBC need to support businesses in the Park to adopt renewable energy and energy efficiency
measures through:
Creating a programme of awareness raising with businesses on practical energy efficiency
to maximise the measures that can be taken
Explore opportunities for smaller wind turbines for specific locations where appropriate
Pursue the potential for incorporating uses of renewable energy technologies with other
Knowsley businesses
Work with existing businesses to encourage growth in this sector, and seek to attract more
businesses from this sector into the park as part of a niche cluster
Encourage the development of a Knowsley Renewable Energy Forum building on the work
of the existing Business Environment Club. The forum will be Project Action Group
facilitated by KMBC/Chamber and including those businesses who have stated their desire
to work together
Knowsley Local Development Strategy recommends, under Option TH13.2, KIP is
indentified as a ‘broad area’ for renewable/low carbon energy and the development of a
robust policy to support the implementation of renewable/low carbon technology creating a
positive policy environment for the development of this sector
Green Energy Park Branding
4.36 This action seeks to brand KIP as a location for Green Energy on the back of implementation of
actions such as heat networks, smart grids, or renewable take-up.
Sustainable Waste Management Uses
4.37 There needs to be cross reference to the emerging Waste Development Plan Document (WDPD),
which makes reference to KIP and its proposing polices, encouraging more sustainable
management of waste. The WDPD is investigating potential sites. This document will be finalised
by 2012.
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Opportunity Area Proposals
4.38 Three opportunity areas have been identified as areas which offer short, medium and long term
scope for intervention to deliver:
Enhanced infrastructure and public realm
Quality sites and premises
Provide a step change in market perceptions of the site
4.39 The three areas were selected on the basis of the following considerations:
Increased scope for intervention by partners due to ownership and lease arrangements
Reconfiguration opportunities due to the low utilisation of existing sites
Need for intervention to upgrade the area to meet modern day occupier needs
Leverage opportunities, on the back of existing success and anchor tenants
Gateways, to provide a statement of intent and a new frontage to the Park
4.40 The location of the three opportunity areas are provided in Figure 4.5.
4.41 All the above would result in a step change in the role of KIP as an employment area for the
Liverpool City Region.
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Figure 4.5 Opportunity Area Plan
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4.42 The rationale for intervention and a suggested approach to redevelopment is given for each
opportunity area below. These recommendations are subject to detailed feasibility studies.
Perimeter Road
4.43 The northern area of KIP scored the lowest in the character area assessment process undertaken in
Phase 1. This is the oldest part of the site and is clearly an area in need of intervention as
illustrated by a poor quality environment and limited accessibility, characterised by a number of
derelict sites and high levels of contamination. As a result, the area has limited market appeal
beyond the current type of occupier and requires intervention to uplift quality and commercial
attractiveness. That said, the ability to intervene in this area is limited by numerous development
constraints including on site contamination and high level hazard zones (COMAH), and a historic
lack of investor interest.
4.44 The overarching intent for the central zone of KIP is to retain the heavy industrial core on a reduced
scale, in response to anticipated future demand. The area surrounding the heavy industrial core will
provide a ‘transition zone’ of light industrial and distribution activity. A concurrent theme is that of an
‘Enterprise Heart’ to the Park, linking existing assets for small medium enterprises including North
Mersey Business Park and Business Resource Centre (as shown on Figure 4.5) together, as well as
creating the opportunity to generate new space that could unlock the central area of KIP.
4.45 Opportunities to respond to these principles of retention, enhancement, transition and enterprise
should actively be sought. Key opportunity areas to move this area forward have been identified as
being Draw Well Road, where regeneration proposals to enhance accommodation and occupation
of this area by SMEs are underway, led by Knowsley Development Trust in partnership with KMBC.
A further opportunity area is north of the ‘Galaxy’ distribution site, where it is anticipated that
additional distribution and light industrial activity could be accommodated.
4.46 A key element of this proposal is new road access into the Park from Perimeter Road, seen as a key
plank of unlocking the future potential of the central zone. The exact location of this road would be
subject to detailed highway design and discussions with KMBC. The route into this area needs to
be carefully considered given ecology constraints such as the existing woodland affecting part of
this area, which needs to be protected and where possible enhanced.
The Hub
4.47 South Boundary Road has been identified as an important route through the centre of the Park and
plays an important role not only internally as a primary distribution route, but also externally through
providing a link to Kirkby Town Centre and the services and workforce located there.
4.48 The Phase 1 Report identified weaknesses in current provision on the Park, including poor public
transport which has an impact on business competitiveness and a limited and low value service
offer.
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4.49 Facilitating enhanced services and facilities to meet occupier and investor needs are a vital part of
the strategy if the park is to effectively compete. The proposal seeks to provide a central transport
and service hub on South Boundary Road, supported by higher density employment uses in close
proximity, including office and light industrial activity. The Hub has been located in a position that
will encourage interaction and increase the profile of the area on one of the primary distribution
routes. Development opportunities along the South Boundary Road corridor should be actively
encouraged.
Southern Gateway
4.50 The success of Knowsley Business Park was noted in the Phase 1 report, and the Masterplan seeks
to expand the success of the Business Park northwards, encouraging a zone of light industrial,
distribution and office activity in the area south of South Boundary Road and around key gateway
sites. This will build upon the success of key anchor tenants, including QVC and Vertex.
4.51 The character area assessment identified the current quality of the built form and public realm of the
Southern Gateway as of an average standing, despite its high level of accessibility. Gateway sites
in this location have a crucial role to play in improving the image of KIP. The area is characterised
by large units offering a mix of quality and aged stock, some of which are available to let. Potential
expansion land is also available. As such, it is felt this area represents opportunity for
redevelopment and reconfiguration. Discussions with existing tenants and landowners following
completion of the Strategic Framework should be undertaken at an early stage.
4.52 Section 7 identifies indicative outputs which can be realised from development in the opportunity
areas.
Longer Term Development Opportunities
4.53 A number of sites within KIP/KBP are seen as longer term development aspiration sites that should
be taken into account when assessing the overall impact of the Strategic Framework. These were
identified in Figure 4.1 on the strategic plan and include:
The present Ethel Austin site on the southern side of the East Lancashire Road is seen as
an important future component of the A580 frontage enhancements together with the ability
to free up the wider area for connections north
Acorn Field Plantation is presently within Knowsley Borough Council ownership and could
be developed in total or form part of a land swap with the adjacent Gores Road site thereby
allowing modifications to the road layout that would facilitate an improved connection
between The Hub and areas to the north
Butlers Farm, an area that could form the missing site of the ‘Distribution Corridor’ extending
from the Perimeter Road Development site through to the Freight Transportation Focus
4.54 The Steering Group need to maintain a watching brief on these sites, and consider action at
appropriate times as and when the opportunity arises.
4.55 Appendix A provides more detail on each of the physical investment projects summarised within
Section 4.
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5.0 Supporting Investment and Development at KIP
The broader actions required to support investment and physical development at the Park have been identified. A clear
role and offer is central to facilitating investment and development. KIP will position itself as a centre for manufacturing
technology, particularly in the identified target sectors of food and drink, advanced engineering and materials, and green
energy. It will enhance its position as a distribution park targeting distribution and ancillary retail, and transport and
communication activity, building upon existing assets such as the rail terminal and proximity to the regional motorway
network, tapping into major logistics projects such as Mersey SuperPort. KIP will differe